👉Critical Evaluation of Arguments


The debate around training and orientation investment has two competing perspectives:

 

5.1 Argument: Training is Expensive in High Turnover Industries

Some managers argue that industries with high turnover, such as real estate sales, should minimize training investment because employees leave frequently.

However, multiple studies contradict this view. Noe (2020) shows that quality training reduces turnover, as employees who feel supported are less likely to exit. Furthermore, poor onboarding increases early attrition, costing firms more in recruitment expenses (Bauer, 2010).

Thus, avoiding training results in greater long-term financial losses.

 

5.2 Argument: Informal Learning is Sufficient in Sales Roles

Supporters of informal learning claim that real estate sales is a practical job where experience outweighs structured training.

Yet, evidence from John Keells Properties demonstrates that standardized role-play-based sales training improved conversion rates and reduced customer complaints within six months (JKH HR Report, 2021).

Thus, structured learning outperforms purely observational or informal training.

 

5.3 Argument: Training Must Be Continuous

On the other side, HR experts argue that continuous development is essential in dynamic industries. For example:

·        Dialog Axiata’s digital learning ecosystem reduced turnover by 14% (Dialog Annual Report, 2022).

·        MAS Holdings improved production accuracy after skill-based training (MAS Learning Insights, 2021).

These examples strengthen the case that continuous development is a strategic necessity, not a cost burden.




References

Armstrong, M., & Taylor, S. (2020). Armstrong’s Handbook of Human Resource Management Practice.
Bandura, A. (1977). Social Learning Theory.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management.
Bauer, T. (2010). Onboarding new employees: Maximizing success. SHRM Foundation.
Becker, G. (1993). Human Capital.
Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management.
Bryman, A. (2016). Social Research Methods.
CBC HR Report. (2021). Commercial Bank of Ceylon.
CIPD. (2021). Learning and Development Annual Report.
Dialog Axiata. (2022). Annual Report.
JKH. (2021). HR Report. John Keells Holdings.
Kaplan, A., & Haenlein, M. (2020). Social Media Strategy and Engagement.
MAS Holdings. (2021). Learning Insights Report.
Noe, R. (2020). Employee Training and Development.

Comments

  1. Kirulu Pahan De SilvaDecember 3, 2025 at 8:20 PM

    Refreshing take on how training is more of an investment than a cost. The use of examples from JKH and MAS Holdings really grounds the argument in real-world outcomes (Noe, 2020; manorigamage, 2025). I like how it challenges the “learn-on-the-job is enough” mindset, though adding some hard numbers on ROI could make it punchier. Overall, it turns a familiar topic into a convincing, practical read.

    ReplyDelete
    Replies
    1. K. G. Muditha ManoriDecember 4, 2025 at 1:27 AM

      This is a concise and insightful comment that effectively highlights the strength of framing training as a strategic investment rather than an operational cost. Your reference to real-world examples such as JKH and MAS Holdings adds credibility and clearly demonstrates how structured development initiatives translate into measurable organizational benefits. You also make a valuable point by challenging the common assumption that on-the-job learning alone is sufficient, showing strong alignment with contemporary HRD perspectives. The suggestion to include ROI figures is constructive and would indeed enhance the analytical depth of the argument. Overall, your comment is professional, balanced, and contributes meaningfully by acknowledging the post’s practicality while offering a thoughtful improvement.

      Delete
  2. vimukthi wewelwalaDecember 4, 2025 at 4:56 AM

    This blog makes a compelling case for why training is crucial, particularly in industries with frequent employee turnover. Noe (2020) and Bauer (2010) are supported by your clear explanation of how avoiding training results in greater recruitment costs and lower retention. John Keells Properties' examples demonstrate how organized learning yields better outcomes than unstructured approaches (JKH HR Report, 2021). Additionally, research from Dialog Axiata and MAS demonstrates that ongoing improvement boosts output and lowers attrition (Dialog Annual Report, 2022; MAS Learning Insights, 2021). All things considered, the article makes a strong argument for funding continuing education.

    ReplyDelete

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